Assignment: Research Paper With 4 Phases

Assignment: Research Paper With 4 Phases
Assignment: Research Paper With 4 Phases
Students this project will allow you to formulate and hypothetically develop your own research project. The purpose of this project is for the student to complete all the different steps necessary to implement a nursing research project. This project will be subdivided into 4 different papers that will be submitted throughout the entire semester. The final paper will be the combination of the four areas. Please see separate file items for each phase specific instructions. Again, follow APA style mandates. Paper will be submitting it via turn it in.
Phase 4 is all about results, this part of the paper will be based on hypothetically analysis. Meaning since we will not be actual implementing the process, the results described will be based on whatever the students would like the research results to be. You will need to provide results for all of the statistical tools mentioned and provide descriptive data (demographics of the population, different descriptive data points, etc.). Make sure to also include research limitations to improve for future studies. Approximately 6 pages.
Steps to Implementation and Timeline
The On-Time program’s purpose is to integrate On-Time reports into daily prevention actions and ensure multidisciplinary input into clinical intervention decisions.
The Implementation Processes paper was prepared to assist nursing homes in understanding the program’s implementation steps and the schedule for making the reports part of daily practice.
The team champion and members of the change team will utilize this document to keep the effort on track and methodical.
Step 1: Agree to Use Time-Constraints
Healing of Ulcers
The leadership of the nursing home has agreed to incorporate the On-Time reports into their workflow.
Most facilities start with a single report on a single unit.
They then roll out the report to all units once the procedure is confirmed, any effects on everyday work are handled, and the workflow is rebuilt as needed.
Leadership decides to appoint a change team champion and form a multidisciplinary project management team.
Step 2: Make contact with the vendor
To ensure that On-Time Pressure Ulcer Assessment and Pressure Ulcer Healingreports are in the system, the change team champion or an information technology (IT) representative contacts the facility’s electronic medical record (EMR) vendor.
He or she takes the necessary procedures at the facility to make pressure ulcer reports available to frontline employees.
Step 3: Assemble a multidisciplinary team to act as the change team.
A change team champion, nurse managers from each nursing unit, a dietician, and nursing assistants make up the change team.
The project’s champion promotes and supports it, as well as ensuring that project activities are maintained amid key employee turnover.
This is a position that nursing leadership may take on or delegate.
Project activities are co-facilitated by two team leaders, one of whom is a nurse and the other of whom can be from nursing or another discipline.
With an On-Time facilitator, team leaders share duties for coordinating and implementing activities as well as coordinating calls.
His or her level of involvement is determined by the director of nursing.
The director of nursing may actively participate as a member of the change team in some facilities, while in others, he or she may function as a consultant to the team.
Wound nurses, staff educators, physicians, nurses, and rehabilitation professionals make up the ad hoc team.
Step 4: Incorporate Pressure Ulcer Healing at the Appropriate Time
The On-Time facilitator provides technical support via a phone consultation to validate EMR capabilities and preparedness to start On-Time, to address immediate next actions in IT, and to help staff through the introductory material as needed.
The facilitator answers questions and ensures that facility team members understand how to access reports and tools, as well as establishing a collaborative approach.
Step 5: Examine the Reports
The team goes over the reports with the facilitator to make sure they understand the content and how they may be used.
Step 6: Finish Your Self-Assessment
The team fills out the self-assessment worksheet, which identifies the facility’s present systems for tracking and monitoring pressure ulcers, pressure ulcer healing techniques, and communication protocols.
The audit will look for team meetings, huddles, and other forms of communication, as well as how risk information is communicated to clinical personnel, and how care plans are updated and interventions are determined.
The facilitator leads the group in identifying gaps and brainstorming strategies to use On-Time reporting to promote pressure ulcer healing.
Step 7: Create a data-driven report as a test.
One of the reports is used by the team with the help of the On-Time facilitator.
The team should first determine which report they’ll use, then go over the material for that report and create it for one nursing unit.
The facilitator assists the team in comprehending the first report and provides answers to questions as they arise.
Step 8: Verify the Information
This stage assists the team in gaining trust in the data in the reports.
The team discusses the people listed on the report to ensure that the data matches what the staff knows about the residents’ health and hazards.
Staff may want to check the medical record to see if the information in the report matches previous clinical findings.
During the course of doing this activity, the team may discover issues such as insufficient nursing assistant documentation.
They may need to retrain nursing assistants in order to increase report validity.
A facilitator can also assist in clarifying any common but possibly perplexing data circumstances and how to understand them.
This approach should be followed for each report the team utilizes so that the team may be confidence in the information contained in the reports.
Step 9: Concur on the Use of Core Reports/Implementation Strategies
The change team consults the Pressure Ulcer Healing Menu of Implementation Strategies with the facilitator to identify which reports will be most useful based on the results of their Self-Assessment Worksheet for Pressure Ulcer Healing.
The facilitator explains the procedures and assists the team in determining which reports would be useful based on the results of the self-assessment (Step 6).
One report can be used in numerous ways and in multiple meetings by the team.
Create Report/Meeting Strategies (Step 10)
The Pressure Ulcer Healing Menu of Implementation Strategies is based on self-assessment identification of pre-On-Time communication and care plan meetings/huddles.
It’s possible that some new huddles and other meetings will be formed, as well as existing meetings, to accommodate report discussion.
Each On-Time report’s Pressure Ulcer Healing Menu of Implementation Strategies is reviewed, and alternatives for integrating the reports within present communication structures are discussed.
Gatherings, huddles, care plan talks, and other existing meetings where a report would improve the present process of identifying risk and coordinating care across disciplines are all considered by the team.
At this point, the team looks for new procedures that could be created to make use of the reports.
Teams test reports and incorporate discussion of the results into existing or new meetings.
To improve risk detection, changes in attendance requirements may be required to increase the number of disciplines and nursing assistants providing input and to change communication networks.
The facilitator assists the team in developing a strategy for the initial report meeting.
The team ensures that they understand the criteria for identifying residents profiled in the report, that they are familiar with the terminology of the risk factors profiled, and that they are given advise on how to arrange existing or new meetings to best incorporate report discussions.
Who should attend the meeting and what role they should play, who is responsible for the reporting, and who will lead the conversation are all suggestions.
Step 11: In a single unit, test all report/meeting strategies.
After piloting report/meeting strategies, the team meets with the facilitator to review implementation difficulties.
This is an iterative procedure that should be performed until the process is efficient and smooth.
Step 12: Ensure that the strategies for implementation are carried out.
When a new report is added to a meeting, the champion decides on staff role adjustments to ensure that the report is used at scheduled meetings with appropriate interdisciplinary and nursing assistant input.
It’s critical for the champion to have supervisory authority so that these changes may be communicated and implemented.
Step 13: Create a new strategy plan and put it into action across the board.
Once the facility has validated that the On-Time Pressure Ulcer Healingreports are available and staff has been authorized permission to see and print the reports, the training and implementation planning process for integrating reports in one unit should take about 3 to 4 months (Steps 3-12).
The timeline is determined by leadership commitment, staff stability, facility comfort with using computerized reporting, and staff experience with quality improvement (QI).
It’s anticipated that implementing across all units will take another three months.
During the next three months, the facilitator will assist the team in addressing implementation challenges until all reports and all units are implementing the reports as anticipated, and the team becomes more self-sufficient.
Step 14: Track the progress of the facility’s implementation on a monthly basis.
The facilitator’s responsibility after around 6 months is to check in to identify potential roadblocks and troubleshoot difficulties including critical personnel turnover, computer glitches, and implementation issues.
Except for meetings that occur less regularly, reports are expected to be used on a weekly basis (e.g., monthly).
Step 15: Examine the Healing Rates of Pressure Ulcers
The facilitator collaborates with the team to create the On-Time Pressure Ulcer Counts by Month Report, which identifies pressure ulcer healing rates and provides feedback to the change team.
Step 16: Keep the Effort Going
The nursing home change team develops a plan for implementing report implementation tactics into facility rules and procedures after 9 months.
In-service training for new hires and training materials for temporary employees are all part of the plan.
The facility should appoint a permanent champion for this QI effort, as well as champions on individual units.
Nurse supervisors are likely to be champions for each nursing unit, with backing from QI professionals, who may be assigned to perform periodic monitoring of implementation techniques to ensure they are sustained.
It is advised that the director of nursing takes responsibility for ensuring that On-Time process improvements are implemented on each nursing unit on a weekly basis and holds each nurse management accountable.
Assignment: Research Paper With 4 Phases

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